[HN Gopher] AMD's Lisa Su
___________________________________________________________________
AMD's Lisa Su
Author : sohkamyung
Score : 298 points
Date : 2021-09-24 23:19 UTC (23 hours ago)
(HTM) web link (spectrum.ieee.org)
(TXT) w3m dump (spectrum.ieee.org)
| ChrisMarshallNY wrote:
| Reminds me of this reporter's gaffe:
| https://m.youtube.com/watch?v=Im6xQyglYuU
| mastrsushi wrote:
| Mommy Multi-Core
| kolbe wrote:
| Lisa Su is absolutely amazing. And I love the context of her
| success. She is kicking ass because she really is the best leader
| in hardware. That she is a woman is incidental. She doesn't play
| identity politics or milk her femininity. She just wins and wins
| and wins by delivering great products at a company that was newly
| left for dead a decade ago.
|
| I want to see more female CEOs like her, because there are too
| many like Mary Barra who are there to show the company has a
| strong female at the helm. And people like her end up doing
| really poorly and give fuel to sexists. People like Lisa Su just
| show that women can straight up compete and win.
| tyingq wrote:
| I don't know much about Mary Barra, but GM seems to be doing
| well versus their competition:
|
| https://finance.yahoo.com/quote/GM/chart?p=GM#eyJpbnRlcnZhbC...
| kolbe wrote:
| Mary Barra bought a 10% stake in a company for billions of
| dollars that was a blatant fraud.
|
| Also weird how your chart didn't include Tesla. You must be
| genuinely comparing her to her competition and not cherry
| picking the lowest performers.
| tyingq wrote:
| Heh. Add it to the chart and it's pretty obvious why I
| didn't. You can't then read any line other than TSLA.
|
| It's not useful if you're trying to ascertain how someone
| did trying to revive an old US car company versus how other
| people did. Nobody was going to make GM go up 12,000%.
|
| https://finance.yahoo.com/quote/GM/chart?p=GM#eyJpbnRlcnZhb
| C...
| kolbe wrote:
| GM is currently in need of being revived. It was not back
| in 2014. Tesla just exploited the whole industry's
| complacency and incompetence.
| chakkepolja wrote:
| Yeah look at Mozilla CEO milking the company when it exists
| instead of improving anything.
|
| It's not that women make bad leaders. It's just that activist
| types often make bad leaders, because often their activism is a
| thin veil over their incompetence.
| metabagel wrote:
| Your first point was about the Mozilla CEO not improving
| anything. Your next point is about activist CEOs being bad.
| It's unclear what you mean by activist CEO. Apparently, it's
| not a CEO who improves anything?
| lvl100 wrote:
| Bronx Science represent!
| cwizou wrote:
| As part of my former job I used to follow AMD very closely and I
| have to say that while maybe misplaced in some ways, she deserves
| all the praise she gets and then some.
|
| Some context, when she took over, not only was the CPU division
| in shambles and the product line not that great, but the internal
| infighting was terrible between the GPU and the CPU division.
| Most of it was fuelled by the marketing department taking the GPU
| side.
|
| Not only did she had to handle this, but soon enough she had part
| of the company actively working against her to get her removed
| and replaced. I can't tell you how many times some _very_ senior
| AMD people would go to the press and bad mouth her, talking about
| her incompetence (and I 'm putting things mildly), and seeding
| rumors about her near and ineluctable ousting.
|
| Political infighting in a large org is always a thing, but I
| never noticed anything that publicly overt (at least to the
| press), prolonged, and acrimonious.
|
| She focused a lot on righting the CPU division and getting the
| trust of key senior people there and in the end, it paid. During
| that same period, same people from above were seeding rumors that
| Ryzen was going to be a bust, and the character attacks went up
| to 11.
|
| I remember the first Ryzen press event, and you could see a mix
| of relief and confidence (I would say that prior to that event,
| she never appeared confident on stage) that came with it during
| her presentation. At that time she knew that not only she had a
| good product line for the next few years, but that the coup
| attempt would die down.
|
| It took some time but those behind the attempts left the company
| and AMD ended up in a better place.
|
| So yep, her resilience always impressed me and she will never get
| enough credit for it. AMD's turnaround is obviously not just
| hers, it's shared with many key people (eg. on Zen, Mike Clark,
| and Keller who - check for the Anandtech interview in another
| comment [1] - made the battered and bruised teams believe they
| actually _could_ ).
|
| But she definitely played a large part in it. A bit before Ryzen
| was released, I remember casually asking one very senior person
| on the CPU division what he thought about Lisa. He started
| talking about the fact that sometimes she sets impossible
| deadlines (which boss doesn't?), but then he paused and reflected
| a bit and said "but she listens and understands". Coming from
| that person, that was about as much praise anyone in management
| could get.
|
| [1] : https://www.anandtech.com/show/16762/an-anandtech-
| interview-...
| intricatedetail wrote:
| There are probably countless workers behind her who made Ryzen
| possible, but they don't get awards. Probably just above average
| salary. I don't get this cult of a person in tech. Has this ever
| ended well?
| einpoklum wrote:
| While Lisa Su seems like an impressive person, the linked story
| is basically a PR piece with a very low signal/noise ratio.
| em3rgent0rdr wrote:
| > Since then, AMD's stock has soared--from less than US $2 per
| share to more than $110.
|
| Quite a turnaround.
| The_rationalist wrote:
| I bought at $2
| beebeepka wrote:
| Still kicking myself for missing out on the 2 dollar bonanza.
| 50 times growth is no joke. Even some regular folks might've
| made their first million with Lisa.
|
| Is it too late to buy AMD stock? It hasn't made much progress
| since last year. ASML, on the other hand, has had a fantastic
| couple of years. Buying stock nisbrisky. Being indecisive is
| also risky due to the crazy inflation.
| celim307 wrote:
| I bought 10k shares @ 2.60, but had to divest for various
| work related and legal reasons. How do you think I feel?
|
| Also had to sell a similar stake in Microsoft before the
| turnaround :(
| agumonkey wrote:
| I found trading vapid and soulless, but there are some very
| philosophical notions about profit and choice facing
| uncertainty that are somehow fascinating. I found this to
| match existential questions in harsh times.
| em3rgent0rdr wrote:
| What do you expect out of trading? To get a soul-
| inspiring philosophical revelation? But trading is simply
| trading...exchanging things you have for things others
| have that you believe will in net bring more benefit to
| you. Get your soul-enriching experiences elsewhere, and
| use the money you get from trading to help find them.
| agumonkey wrote:
| I find your comment of low value.
| AQuantized wrote:
| I've enjoyed trading a lot, but find that when I/others
| become consumed by it alone that it's a bitter existence.
| By avoid daytrading, and ensuring I'm not invested in
| anything that I'm forced to constantly worry about or
| check, it takes a long of the sting out.
| agumonkey wrote:
| I don't know about you but everytime I sold a near top I
| felt bad for the people that bought. That's why I found
| it soulless, a lot of it revolves on the fact that some
| people are in better position financially and
| informationally to make gains at the expense of others.
|
| Now maybe I'm too mellow but that's how I felt doing it
| at first. Maybe I'd rather be a team leader that makes
| everybody happier working together and sharing.. I can't
| say.
| AQuantized wrote:
| It definitely made me appreciate the feeling of creating
| something along with other people much more. I don't feel
| 'bad' selling to others, to be honest it's probably a
| guilty pleasure to 'win', but it lacks the win-win
| feeling of creating value.
| agumonkey wrote:
| Probably because I'm in a point of my life where me
| winning is of no importance. I traded for quick bucks out
| of emergency but deeply I needed shared human bond and
| happiness.
| omgwtfbyobbq wrote:
| Ditto. I remember thinking at $6+ it wasn't as appealing. Did
| the same thing with Tesla at about $70.
| Macha wrote:
| I bought some a few months back at $80, it's now at $105, so
| it's still grown in recent times.
|
| My feeling is it really depends on if they can cement
| themselves enough to pick up serious datacenter share before
| someone gets into a technically competitive position (Intel
| getting their plans back together, an ARM vendor convincing
| people to make the switch). From what Intel's revealed so
| far, that feels a couple of years out still.
| lhl wrote:
| I bought at <2, at 5, at 10, at 20, 30, 50, and most recently
| (just a few months ago during the last retrace) at 75. AMD
| has been an execution machine, and honestly, even if/when
| Intel finally brings back competition, AMD will be fine as
| long as they keep executing. At this point, there are
| probably better risk-adjusted places to put your money, but
| to your point on inflation - 40% of all USD was printed last
| year, so it seems to me, anyone looking to preserve their
| savings would be best served looking for some hard assets.
| meltedcapacitor wrote:
| An AMD share gives you ownership of circa $2 worth of hard
| assets (net tangible assets), an extra $1 of soft assets
| (rest of balance sheet: IP, goodwill, etc), and $102 worth
| of... other things.
|
| How much of that is hopium and how much is fair value of
| future prospects?
| m0zg wrote:
| With what's going on in China (Lehman Brothers 2.0 on
| steroids and cocaine, and printing press that puts US Fed to
| shame), and massive over-valuation of the stock market in the
| US now would not be a good time to buy _any_ stocks IMO. This
| is not financial advice: use your own brain.
| svet_0 wrote:
| People are saying this every day from the day the stock
| market opened. The reality is that the market is
| practically a random walk and to find alpha you mostly need
| luck.
| m0zg wrote:
| Right now you're much more likely to _not_ find luck.
| Look up Evergrande. But hey, it's your money, feel free
| to give all of it to me, via my short positions.
| bejelentkezni wrote:
| Time in the market beats timing in the market. It sounds like
| a meaningless mantra or cop-out, but really, there's no
| reason to regret missing $2 when there's no time or reason in
| the foreseeable future where a silicon portfolio won't
| perform bonkers.
|
| Disclaimer: I own no stock.
| tkojames wrote:
| This and if you owned just total market index funds you are
| up over 40 percent from last year. I never try to beat the
| market just ride it. I am in it for the long term.
| arvinsim wrote:
| I have been following AMD because of their hardware
| improvements.l since 1xxx. I was not financially savvy at
| that time. If I was, I would have bought their stocks
| enchiridion wrote:
| If you want a moderately more risky play, consider buying
| XLNX. AMD bought XLNX for an all stock deal at a fixed
| conversion rate (as in it stays the same regardless of the
| price of the two sticks) of 1.7.
|
| Currently the ratio is only 1.5 due to uncertainty if the
| deal will get through regulatory approval, which is a nice
| arbitrage opportunity if you think it will.
| vasco wrote:
| Which is a bet. Both can go down together and close the gap
| on the way. Or the deal may not be approved by regulators
| or a million other things.
| COGlory wrote:
| Hire an engineer
| [deleted]
| imranq wrote:
| She is credited for turning around the entire company from
| bankruptcy to now eclipsing Intel. Out of admiration and
| curiosity, how does one go about doing that?
| silisili wrote:
| I'm not taking away from her, at all. She's kicking ass. But
| giving the CEO all the credit is unfair to everyone who
| participated. Keller and Papermaster are equally if not more
| important in this turnaround. That said, if Su had a hand in
| having these two on board, then yes she can have most of the
| credit.
| weiluen wrote:
| Good to put credit where it's due, but it's good to remember
| that one of the main levers that a CEO has is identifying
| talent and team building/org building.
| sprafa wrote:
| Isn't Keller basically a mercenary/ronin in a good way? He
| hunts down good projects then executes then leaves. So it's
| hard to imagine a place where Su or other higher ups were not
| involved in bringing him in, considering he never stays in
| one place for too long.
| tester756 wrote:
| >https://www.anandtech.com/show/16762/an-anandtech-
| interview-...
|
| There's interesting interview about Keller's role in AMD,
| especially
|
| >We had this really fun meeting, and it was one of the best
| experiences of my life. Suzanne called me up and said that
| people on the Zen team don't believe they can do it. I said,
| 'great - I'll drive to the airport, I'm in California, and
| I'll see you there tomorrow morning, eight o'clock. Make sure
| you have a big room with lots of whiteboards'. It was like 30
| angry people ready to tell me all the reasons why it wouldn't
| work. So I just wrote all of the reasons down on a
| whiteboard, and we spent two days solving them. It was wild
| because it started with me defending against the gang, but
| people started to jump in. I was like, whenever possible,
| when somebody would say 'I know how we fix that', I would
| give them the pen and they would get up on the board and
| explain it. It worked out really good. The thing was, the
| honesty of what they did, was great. Here are all the
| problems that we don't know how to solve, and so we're
| putting them on the table. They didn't give you 2 reasons but
| hold back 10 and say 'you solve those two'. There was none of
| that kind of bullshit kind of stuff. They were serious people
| that had real problems, and they'd been through projects
| where people said they could solve these problems, and they
| couldn't. So they were probably calling me out, but like I'm
| just not a bullshitter. I'm not a bullshitter, but I told
| them how some we can do, some I don't know. But I remember,
| Mike Clark was there and he said we could solve all these
| problems. You know I walked out when our thing is pretty
| good, and people walked out of the room feeling okay, but two
| days later problems all pop back up. So you know, like how
| often do you have to go convince somebody? But that's why
| they got through it. It wasn't just me hectoring them from
| the sidelines, there were lots of people and lots of parts of
| the team that really said, they're willing to really put some
| energy into this, which is great.
|
| >Ian Cutress: Most of the audience questions are focused on
| your time at AMD, so let's start there. You worked at AMD on
| Zen, and on the Skybridge platform - AMD is now gaining
| market share with the Zen product line, and you're off on to
| bigger and better things. But there has been a lot of
| confusion as to your exact role at AMD during that project.
| Some people believe you were integral in nailing down Zen's
| design, then Zen 2 and Zen 3 high-level microarchitecture.
| Others believe that you put the people in place, signed off
| at high level, and then went to focus on the Arm version of
| Skybridge, K12. Can you give us any clarity as to your role
| there, how deep you went with Zen versus K12, or your
| involvement in things like Infinity Fabric?
|
| >Jim Keller: Yeah, it was a complicated project, right? At
| AMD when I joined, they had Bulldozer and Jaguar, and they
| both had some charming features but they weren't successful
| in the market. The roadmaps weren't aggressive, they were
| falling behind Intel, and so that's not a good thing to do if
| you're already behind - you better be catching up, not
| falling behind. So I took the role, and I was president of
| the CPU team which I think when I joined was 500 people. Then
| over the next three years the SoC team, the Fabric team, and
| some IP teams joined my little gang. I think when I left, it
| was 2400 people I was told. So I was a VP with a staff. I had
| senior directors reporting to me, and the senior fellows, and
| my staff was 15 people. So I was hardly writing RTL!
|
| >That said we did a whole bunch of things. I'm a computer
| architect, I'm not really a manager. I wanted the management
| role, which was the biggest management role I'd had at the
| time. Up to that point I'd been the VP of a start-up, but
| that was 50 people, and we all got along - this was a fairly
| different play for me. I knew that the technical changes we
| had to make would involve getting people aligned to it. I
| didn't want to be the architect on the side arguing with the
| VP about why somebody could or couldn't do the job, or why
| this was the right or wrong decision. I spoke to Mark
| Papermaster, I told him my theory, and he said 'okay, we'll
| give it a try', and it worked out pretty good.
|
| >With that I had direct authority as it were - but people
| don't really do what they're told to do, right? They do what
| they're inspired to do. So you have to lay out a plan, and
| part of it was finding out who were the right people to do
| these different things, and sometimes somebody is really
| good, but people get very invested in what they did last
| time, or they believe things can't be changed, and I would
| say my view was things were so bad that almost everything had
| to change. So I went in with that as a default. Does that
| make sense? Now, it wasn't that we didn't find a whole bunch
| of stuff that was good to use. But you had to prove that the
| old thing was good, as opposed to prove the new thing was
| good, so we changed that mindset.
|
| >Architecturally, I had a pretty good idea what I wanted to
| build and why. I found people inside the company, such as
| Mike Clark, Leslie Barnes, Jay Fleischman, and others. There
| are quite a few really great people that once we describe
| what we wanted to do, they were like, 'yeah, we want to do
| that'. Architecturally, I had some input. There was often
| decisions and analysis, and people have different opinions,
| so I was fairly hands-on doing that. But I wasn't doing block
| diagrams or writing RTL. We had multiple projects going on -
| there was Zen, there was the Arm cousin of that, the follow-
| on, and some new SoC methodology. But we did more than just
| CPU design - we did methodology design, IP refactoring, very
| large organizational changes. I was hands-on top to bottom
| with all that stuff, so it makes sense.
|
| >IC: A few people consider you 'The Father of Zen', do you
| think you'd scribe to that position? Or should that go to
| somebody else?
|
| >JK: Perhaps one of the uncles. There were a lot of really
| great people on Zen. There was a methodology team that was
| worldwide, the SoC team was partly in Austin and partly in
| India, the floating-point cache was done in Colorado, the
| core execution front end was in Austin, the Arm front end was
| in Sunnyvale, and we had good technical leaders. I was in
| daily communication for a while with Suzanne Plummer and
| Steve Hale, who kind of built the front end of the Zen core,
| and the Colorado team. It was really good people. Mike
| Clark's a great architect, so we had a lot of fun, and
| success. Success has a lot of authors - failure has one. So
| that was a success. Then some teams stepped up - we moved
| Excavator to the Boston team, where they took over finishing
| the design and the physical stuff, Harry Fair and his guys
| did a great job on that. So there were some fairly stressful
| organizational changes that we did, going through that. The
| team all came together, so I think there was a lot of
| camaraderie in it. So I won't claim to be the 'father' - I
| was brought in, you know, as the instigator and the chief
| nudge, but part architect part transformational leader. That
| was fun.
| baybal2 wrote:
| > Arm front end was in Sunnyvale,
|
| So, it's finally confirmed! Zen had an ARM front-end after
| all.
| cwizou wrote:
| That's the first confirmation I see of it too, and I
| followed that pretty closely a while back. We knew they
| had both at x86-64 and a ARMv8 project running at the
| same time (K12 was the ARMv8) but it never was really
| spelled out how they implemented it (best I got back then
| was that they shared a lot of commonalities).
|
| They cancelled it though as they saw : 1) the ARM server
| market wasn't happenning, at least not at the timeframe
| the product was to be ready for 2) the x86-64 could
| really be competitive with Intel
|
| Then Intel had some issues and here we are.
| silisili wrote:
| Wow, thanks for this. I'm a huge Keller fan and had never
| seen this interview.
|
| The guy is so..normal/humble. Looks like someone who you'd
| get drunk with at some barbecue. Then he talks and just
| blows you away with how much he knows.
|
| If you haven't already, highly suggest watching his Lex
| Fridman interview. I learned a lot from it, both about
| chips and Keller.
|
| https://youtu.be/Nb2tebYAaOA
| tester756 wrote:
| this one is cool too
| https://www.youtube.com/watch?v=oIG9ztQw2Gc
| VortexDream wrote:
| This makes me think it isn't an accident Keller left Intel
| after such a short stint with nothing to show for it. I'd
| imagine the cultural issues run so deep now that even he
| couldn't turn the ship around.
| silisili wrote:
| I'd -really- like to know the answer to this.
|
| When he joined Intel, he publicly implied it was where he
| belonged and his 'last job.'
|
| Not long after, he left, for personal reasons. A lot of
| people speculated it was health related, for some reason.
| Then, he just goes elsewhere, making it clear he just
| didn't like Intel.
|
| Part of me wonders if this had some hand in the CEO
| getting sacked. If your business is so toxic Keller won't
| touch it, that's a really bad sign.
| roenxi wrote:
| Business is the pointy end of civilisation where humanity
| deals with the real world. If the universe was fair then
| business could also afford to be fair. But it is not.
|
| Lisa has absolutely got the power to cause catastrophic ruin
| to AMD through a couple of small decisions and there is
| nobody who can stop her.
|
| The reality that she didn't do that is just more important
| than the fact that Papermaster or Keller are technical
| geniuses and work hard. There are 8 billion people in the
| world, we are not short on technical geniuses. There are
| something like 8,000 people out there who are natural born
| one-in-a-million geniuses at CPU design, Su "just" has to
| find a few 10s of them for AMD to get insanely good results.
| There is an eternal shortage of people who are both powerful,
| good decision makers and capable of recognising a 1:1,000,000
| genius.
| varjag wrote:
| There are thousands of well-run large corporations but only
| precious few master CPU designers.
| cto_of_antifa wrote:
| The implications of that handwavy first sentence are bad,
| to be honest. Why is the end-all-be-all of human existence
| corporate? What essential nature of the universe makes
| sweatshop labor necessary?
| vmlagw wrote:
| There is an artificial shortage of good CEOs. Most CEOs get
| to their position via nepotism of some sort.
|
| If there are 8,000 people who can design excellent CPUs,
| there are perhaps 1,000,000 people who can recognize such
| talent.
|
| It is easier to recognize a great painting than to paint
| it. I'm surprised that HN so often lionizes those who
| organize the work of others.
| skohan wrote:
| I moved from engineering to management in the past year,
| and it is _much_ harder to do well than I understood. You
| have to deal with a lot of uncertainty, you have to be
| able to inspire and influence others, and failing to
| deliver has much more widely reaching consequences.
|
| "Organizing the work of others" is no small task, and
| people who can _really_ do it well are few and far
| between.
|
| That's not to take anything away from engineers, but it
| is to say that good management is something you largely
| only notice when it's missing, and you need good
| management to create the environment where good engineers
| can do their work.
| B1FF_PSUVM wrote:
| Perhaps the best fictional description I came across is
| Poul Anderson's The Man Who Counts:
| https://www.tor.com/2010/11/22/air-war-in-the-stone-age-
| poul...
|
| It's an SF book, you have a small group trying to survive
| in an alien world at war. The guy who pulls them through
| is the canny merchant, who marshalls the skills of others
| and negotiates their salvation.
|
| I think the narrator in the book was the engineer - and
| so was the author, Poul Anderson.
| aliswe wrote:
| publicly traded company CEOs are NOT elected by nepotism,
| they are elected by the board who tend to be biased
| towards CEOs who have a track record of increasing the
| share price...
| WanderPanda wrote:
| I think the outcome depends more on the decision making
| when half of your chosen geniuses favour one option and
| the other half want something else (maybe even the
| opposite). Same goes for close calls like e.g. 6 vs. 4. I
| believe that stepping into the (rare) micromanagement
| questions and making good decisions is what distinguishes
| the Lisas, Elons and Jeffs from the mediocre managers.
| gumby wrote:
| It's a great question that is relatively simple to answer (but
| hard to do).
|
| First, you need good material to work with. This is why it will
| be hard/impossible to fix WeWork. Sadly it may also make Intel
| hard/impossible to fix -- lots of great stuff but deeply
| embedded in a matrix of mediocrity. same for HP (poor choices
| at the top didn't help) and probably why google can't be fixed
| -- even more than Intel they have a lot of excellent resources
| and assets but they are embedded, not in mediocrity, but a
| fucked up management culture. And they haven't had their near
| death experience yet.
|
| Second: have enough domain knowledge to be able to identify and
| nurture the good stuff. One exception to this was Gerstner at
| IBM (at the time I derided him as "the cookie guy"). He
| famously visited most of IBM around the world and then his
| grand plan was: "actually things are great -- let's not make
| any changes". In reality he shook up the management culture but
| let most the tech people keep teching. That righted the ship.
| Sadly he was not followed by successful CEOs, some of whom were
| otherwise admirable.
|
| Third: be lucky the right way. Sometimes a company won't catch
| a break (e.g. being a stagecoach maker today) but if there is a
| trend, or even better a phase change in the market you can take
| advantage of, take advantage of it. This is the "lucky
| generals" theory.
|
| Lisa Su is a consummate techie but she uses her brilliance
| cleverly: she can match what's going on inside the company with
| external needs, and channel the marketing and sales people to
| address it in the right way.
|
| Sometimes you can't pull it off. Hector Ruiz was a wizard at
| Motorola yet somehow he could pull it off at AMD. I couldn't
| understand why.
|
| OTOH look at someone like Gil Amelio. He only got one thing
| right at Apple, which was to fire himself and bring back Steve
| Jobs. But that was an important thing.
| mixmastamyk wrote:
| You get your company 'firing on all cylinders' while your main
| competitor falters, a crypto currency boom starts while the
| government creates trillions of dollars out of thin air.
| Combination of skill, nerves of steel, and plenty of luck.
| NonEUCitizen wrote:
| Be an engineer, and do _not_ defer to an MBA (nor other
| "business types") on business decisions:
|
| https://youtu.be/xxcJzv_sgHg?t=837
| ulfw wrote:
| Hackernews in a nutshell. MBA useless in everything.
| Engineers gods in everything.
|
| If only the world was this simple.
| xondono wrote:
| There's different types of companies that benefit from
| different approaches.
|
| Engineer leaders tend to have more focus on long term and
| incremental building. They consider the engineering
| departments to be the heart of the company.
|
| MBAs tend to focus more energy on sales and marketing, and
| they generally follow the "internalize profit centers,
| externalize cost centers" mantra. It's not uncommon for
| engineering departments to get axed and externalized.
|
| Semiconductor engineering, and specially computing products
| flourish i. The first scenario and suffer in the second.
| OrvalWintermute wrote:
| I think what you wrote I found to relate to something I
| think about often - what is success?
|
| To an MBA, selling off all the IP, selling it off,
| divesting of key assets and leasing them back, while
| owning a portion of the relationship at the end is
| success, treating sales as the most key part of the
| business process.
|
| To an engineer, in-sourcing, building up strong
| engineering, R&D, recruiting strong engineering talent,
| and optimizing product for tradeoffs, treating the output
| of products itself as the most key part of the business
| process.
|
| Lisa Su has done just that - if you create the best
| product based on the best engineering, the buyers will
| come.
| xondono wrote:
| > if you create the best product based on the best
| engineering, the buyers will come.
|
| In some markets, absolutely. In others not so much.
| tester756 wrote:
| I think blaming MBA/Business/Sales people for everything is
| not reasonable
|
| Good sales people "want" make your company viable by having
| money
|
| Tech people "want" to have state of art product
|
| Both are good things at different moments of company lifetime
|
| It sucks to have only engineering people and no people who
| can do business.
| stjohnswarts wrote:
| No one wants 0 business people, but they don't want them
| making engineering decisions in a vacuum like business,
| accounting, and marketing often do at tech companies that
| don't emphasize engineering/architecture input.
| skohan wrote:
| Yeah and it's way more common to have a problem due to
| business having too much of a voice than engineering.
| Business tends to be up-stream of engineering, so this
| leads to a natural power imbalance. A lot of tech
| companies have issues that could have been solved by
| treating engineering as a stakeholder instead of a
| resource.
| specialist wrote:
| You're right. Save some blame for Wall St and other
| financial types.
| xondono wrote:
| The problem is that these two targets have different
| timelines.
|
| Intel has been dropping the ball in engineering precisely
| because their teams seem to be focused exclusively on the
| next quarter/year results.
|
| In a market where it takes 5y to get a product out, you
| need your people focused in the long term.
| Jensson wrote:
| Yeah, subject matter experts who learns business seems like
| the best leaders. That describes most successful founders as
| well. The hard part is finding those who cares enough about
| business to get good at it and not just continue being an
| expert.
| deaddodo wrote:
| That's overly simplistic. Everyone of AMD's CEOs was an
| engineer; not an MBA[1]:
|
| * Jerry Sanders | 1969--2002 | Founder, electrical engineer
| * Hector Ruiz | 2002--2008 | Electrical engineer * Dirk
| Meyer | 2008--2011 | Computer engineer * Rory Read | 2011--
| 2014 | Information Systems * Lisa Su | 2014--present |
| Electrical engineer
|
| And yet only two of them (Jerry and Lisa) are considered
| _truly_ successful at running the company and one decent at
| keeping things afloat (Rory). The real answer is much more
| complex and has to do with Intel's constant monopolistic
| actions against AMD; some internal struggles (overheating
| issues early on, bad laptop support, spinning off business
| divisions right before they were set to be wildly valuable
| [Adreno, Spansion, etc], wildly overpaying for ATI, etc).
|
| While Jerry and Lisa are both great CEOs for the company,
| and all credit belongs to them for their leadership; AMD's
| woes were simply more complex than that.
|
| 1 - https://en.m.wikipedia.org/wiki/Advanced_Micro_Devices
| syshum wrote:
| I dont know much about all of the CEO's of AMD. However
| the grandparent comment said not to defer to MBA's not
| that the CEO was an MBA
|
| What i have seen in other companies is that even if the
| CEO is a subject matter expert, they get to the level of
| CEO then start deferring business matters to the MBA's
| who are viewed as subject matter experts of business.
| This weak leadership and difference to MBA's often leads
| to extreme short term thinking and lack of vision
| centered around quarterly probability statements not
| around core competences or a vision for making the
| companies product good
| Tabular-Iceberg wrote:
| That, and avoiding being put down by MBAs who think you're
| encroaching on their turf.
|
| I'm a big proponent of domain drive design, at least in
| principle, but I've yet to meet the manager who's going to
| let developers "waste" the time of the domain experts on
| "pointless minutiae" instead of just shutting up and
| writing the damned software.
| wayoutthere wrote:
| I always say it's easier to teach an engineer business than
| it is to teach an MBA engineering. Not shit-talking MBAs
| since I am one, but the degree doesn't confer knowledge;
| only that you passed a selection filter and probably have
| an extensive network of other people who passed the filter.
|
| Don't shy away from learning the business. The hardest part
| of my MBA was accounting -- and you can take an accounting
| class at community college.
| syshum wrote:
| I feel the latter to be the bigger impact..
|
| MBA's are plagued by short term thinking around quarterly
| earnings not building sustainable businesses
| tomnipotent wrote:
| > eclipsing Intel
|
| AMD had 2020 revenues of $9.76bln to Intel's $77.87bln. This
| eclipse is going to take awhile. I'm really excited for the
| results.
| samhwr wrote:
| >> eclipsing Intel
|
| > AMD had 2020 revenues of $9.76bln to Intel's $77.87bln.
|
| Ever heard of a solar eclipse? ;)
| arp242 wrote:
| Intel also has a much broader product line; when people talk
| about "Intel vs. AMD" they're mostly talking about CPUs, and
| it would be fairer to compare the revenue only from those
| parts of the Intel and AMD businesses. Right now it seems
| that Intel has roughly a 60% market share of x86 CPUs vs.
| ~40% for AMD. I don't now what that is in terms of $ revenue.
|
| Intel was never 8 times bigger; AMD has actually always
| retained a respectable market share; ~20% market share is
| nothing to sneer at.
| tomnipotent wrote:
| AMD also has GPU, embedded, and custom (like Xbox/PS5).
| Don't get me wrong, I'm an AMD fan since the day I bought
| my first Athlon and am happy for their success. Good time
| to be a customer.
| arp242 wrote:
| Of course, but Intel has more of it, so if you're
| comparing CPU revenue you should look only at that part
| of their businesses.
| [deleted]
| blobbers wrote:
| Is "Lu" her nickname?
|
| 'Looking back, Lu divides her career path into two parts.' bad
| copy editor?
| stefanfisk wrote:
| Looks completely normal to me, like using "MacArthur" all over
| the place in https://en.wikipedia.org/wiki/Douglas_MacArthur.
| lancebeet wrote:
| That doesn't really seem comparable to me, since her surname
| is Su and not Lu. It would be more like using "DougArthur" in
| that article.
| stefanfisk wrote:
| wow, I just didn't see what was wrong until you pointed it
| out that clearly.
|
| probably sloppy editing, since the articles uses "Su"
| aaalmost consistently.
| tvphan wrote:
| A lot of people on Reddit call her Su Bae.
| wbl wrote:
| How did Lynn Conway not get this award?
| cassonmars wrote:
| Came here to ask the same thing.
| macktl wrote:
| Count how many times she has appeared on HN. And make a
| prediction on how many times she will appear in future.
|
| Corporations are full of well programmed hyper efficient mindless
| corporate robots who keep the factory lights on. They are all
| interchangable and no one gives a shit which of them is in
| charge.
|
| The type of people who smash glass ceilings arent robots. This is
| another Kamala Harris or Sheryl Sandberg.
| [deleted]
| zz865 wrote:
| I'm not a Kamala fan but Sandberg is definitely a top exec.
| [deleted]
| kolbe wrote:
| I don't even know what you're trying to say, but I'm not gonna
| lie, it doesn't sound very good.
| schmorptron wrote:
| The comment reads pretty positively to me? As in, "the kind
| of people who are strong enough to break through glass
| ceilings are more than just interchangable corporate robots".
| kolbe wrote:
| But he's implying that the leader of one of the most
| innovate companies in the past decade is a mindless
| corporate robot? But Sheryl Sanberg (an ex-McKinsey
| playbook follower) is more than that? It's such an absurd
| assertion that I feel I must have misunderstood.
| schmorptron wrote:
| Huh, no idea what it said since it's flagged now, but it
| was 4 AM when I originally read it so I must've
| misinterpreted it. -\\_(tsu)_/-
| noahtallen wrote:
| I found it absolutely hilarious that this award is sponsored by
| Intel! Anyways, love where AMD is going. Super curious to see if
| their next GPUs will finally give Nvidia a run for their money at
| the high end.
| ur-whale wrote:
| > see if their next GPUs will finally give Nvidia a run for
| their money at the high end.
|
| Even if their hardware catches up with and beats that of
| NVidia, they will still have a huge problem with the software
| ecosystem.
|
| Everyone who does anything serious with GPGPU and
| supercomputing is using CUDA, (a proprietary abomination) these
| days and AMD does not have a competitive product in that space.
|
| That said, the software ecosystem around GPUs is an
| extraordinary mess, and there is therefore a huge opportunity
| for the company that can fix it.
|
| Unfortunately, this is a deep cultural problem: as witnessed by
| the giant mess that is the Nvidia software ecosystem
| (nightmarish driver version management, proprietary technology,
| huge unwieldy binary distribution to install anytime you want
| to run 20 lines of GPGPU code, lack of properly working and
| debugging and profiling tools, etc...) companies run by EEs
| (such as Dr. Su) simply don't have the DNA to produce simple,
| clean, elegant, working software.
|
| The kind of brain it takes to produce cutting edge silicon and
| the kind of brain it takes to produce cutting edge software are
| imo simply incompatible.
| imwillofficial wrote:
| I generally agree. Apple seems to fly in the face of this
| however. Their silicon story is an interesting one lately
| leucineleprec0n wrote:
| It flies and stops halfway in the face. Apple's developer
| tool chains (at least, for iOS and the world of mobile apps
| and games, Metal notwithstanding) are decent, their
| codebase is at least a cleaner implementation than what
| Google have with the combined GPL & refactoring nightmare
| of the Linux kernel & Android (to be solved by my beloved
| Fuchsia in time, surely) -- but it's not as if Apple are
| really a shining light on software overall. To be honest,
| they absolutely suck. C+ tier stuff. iOS background
| management, iOS & MacOS UI since iOS 7 & Big Chu--Sur
| respectively, woefully inadequate security defense on all
| systems, an AWFUL file manager on MacOS dubbed "Finder",
| garbage implementation of Bluetooth and WiFi antennae
| status on control panel, no iOS option for reasonable DPI
| scaling (zoomed doesn't count), excessive font smoothing
| only modifiable via Terminal as of MacOS Big Sur --
| excessive use of advanced animation and sickening
| transparency leading to poor performance on hardware that
| makes Android or Windows fly. Oh, no option to delete all
| messages at any given time via a simple "select all" button
| in the edit bar for Messages, nor an ability to export all
| messages to a fricking plaintext file or HTML.
|
| The list continues, and is a long one worthy of a short
| documentary. Apple excels at a few interface
| _consistencies_ and at selling premium hardware with high
| margins in part due to an admittedly deserved proficiency
| with supply chain consistency & scale, and with convincing
| customers to pay with their kidneys for marginal upgrades
| e.g. 400% up charges on RAM and Storage.
|
| The M1 is impressive, certainly agree, but it won't be too
| long before others catch-up. Still, let's not get ahead of
| ourselves about Apple and software prowess. It's been a
| long time since I preferred Cupertino's code to Redmond's
| or Mountain View's.
| Zee2 wrote:
| >to be solved by my beloved Fuchsia in time, surely
|
| As someone on the outskirts of Fuchsia, looking on with
| longing, desperation, and confusion... do you have some
| connection to the mysterious pink project?
| setpatchaddress wrote:
| What's the issue with background task management on iOS?
| ur-whale wrote:
| > Apple seems to fly in the face of this however
|
| I don't think I agree.
|
| Apple is not really a great software company.
|
| _Especially_ if you consider how closed their ecosystem
| generally is: a large part of their stack is basically
| completely opaque, closed-source and worst of all, prone to
| change at the whim of the company.
|
| I've always had a hard time understanding why anyone in the
| business of building technical infrastructure (other than
| user-facing retail stuff) would ever consider using their
| products.
| Jensson wrote:
| Apple bought all high end fab time which means that they
| can build higher end CPU's than the rest. They can outbid
| everyone else since they know they can sell those CPU's at
| high markup in their phones/laptops. Not sure what is
| interesting about this.
| einpoklum wrote:
| As a person making a living from being the "GPU guy" - I
| definitely agree.
|
| The ecosystem around AMD GPUs is quite small - and now that
| they seem to have abandoned OpenCL (possibly not their own
| fault though) - even that is put into question.
|
| But things are bad even on the NVIDIA side. Example of how
| bad: I had to write my own C++ bindings for the CUDA runtime
| API (https://github.com/eyalroz/cuda-api-wrappers/). You'd
| think they would have that after 13 years of CUDA being
| available, right? Wrong. I repeatedly tried to pitch this to
| them, but they seem to suffer from the "Not Invented Here"
| syndrome (https://learnosity.com/not-invented-here-syndrome-
| explained/). This despite me having a lot of respect for
| people like Mark Harris, Bryce Lelbach, Duane Merrill et
| alia, and their work.
|
| You're also rights about the "two kinds of brains" - or
| rather, it's not clear to me that the brains creating the
| silicon and the brains creating the software are in close
| enough cooperation.
|
| By the way - it is possible to extract a pretty distribution
| of CUDA to justify run 20 lines of GPGPU code, from their
| installer. But they won't be bothered to package this nicely
| for you.
| WithinReason wrote:
| >Super curious to see if their next GPUs will finally give
| Nvidia a run for their money at the high end.
|
| According to leaks their next generation GPUs will be multichip
| like their CPUs, and Nvidia needs 1 more generation to get
| there, so they might indeed get a step up on them.
|
| https://youtu.be/E8JCSTPdwHs?t=705
| buescher wrote:
| Good for her. Good for anyone. AMD has been spectacular. Calling
| it breaking through any kind of ceiling is almost inappropriate.
| It's refreshing to see this kind of press in the wake of great
| things instead of disseminated by her publicist to get her to the
| next rung somewhere.
| tomnipotent wrote:
| > is almost inappropriate
|
| I don't think there's any denying that woman have faced decades
| of discrimination in the workplace, and that the current
| zeitgeist is that this discrimination was and is particularly
| bad in technology-related fields.
|
| In that context, it makes her contributions and accomplishments
| all the more considerable. I don't see how that's insulting to
| acknowledge, that she likely had more obstacles working against
| her than her male peers. Pretty well documented obstacles, with
| no shortage of examples.
| softfalcon wrote:
| I met her once when I was 9. She's a really nice and friendly
| person to talk to. Listened to my brother and I talk about
| Pokemon for a good 15 minutes at least.
|
| Now she's running AMD, kicking ass and taking names. Pretty
| frigging cool.
| em3rgent0rdr wrote:
| How long ago was that and where?
| softfalcon wrote:
| I'm ball parking it cause I was a little kid, but roughly
| 20-ish years ago? Late 90's to early 2000-something.
|
| At one of the Motorola research plants in Arizona. Back when
| Motorola still made semiconductor and PowerPC chips.
| weird-eye-issue wrote:
| You said you met her when you were 9. Assuming you know how
| old you are now, why do you have to then ballpark the year?
| Just curious
| sigg3 wrote:
| Not op, but personally I have to break out the calculator
| when it comes to my own age.
|
| It's like it's a more viscous entity than an integer.
| cto_of_antifa wrote:
| Is this a math joke I don't get? How are integers a thick
| liquid?
| softfalcon wrote:
| This is funny and true, but honestly, I'm just
| deliberately obtuse about my personal info. Nothing
| special, just like my anonymity.
| magicalhippo wrote:
| Same.
|
| My SO got quite upset a couple of years ago because I
| didn't know on the spot how old she got on her birthday.
| My explanation that it's much more efficient to remember
| the year she was born given that it doesn't change
| compared to her age fell on deaf ears..
| softfalcon wrote:
| Yeah, sorry, I like to be deliberately fuzzy about any
| personal details on the web. That's all.
|
| You're right that I could use exact numbers, but I'm a
| dumb human who at one point puts an exact number and at
| another tries to be clever and vague (and fails).
|
| I could do the math, you're right. It was also a long
| time ago and I could have been 8 or 10. But 9 sounds
| right.
| weird-eye-issue wrote:
| Oh I didn't think of that reason, that makes sense! Not
| sure why I got so downvoted though lol I was just curious
|
| Edit: I see now, you edited your comment and I think that
| caused a lot of confusion
| softfalcon wrote:
| ???
|
| I still have "when I was 9" up top. You mean on my reply?
| You are right, I did say 9.
|
| I just tried to be clear and concise. Sorry if it's
| causing grief. Was not my intention!
| weird-eye-issue wrote:
| You're right I got confused... It is getting late here.
| qwertox wrote:
| No reason why OP should disclose his age.
| rjh29 wrote:
| OP ballparked the age they met Lisa Su (it may not have
| been 9). Also no reason to disclose their actual age.
| jhgb wrote:
| > it may not have been 9
|
| But GGGGP literally said "when I was 9", quite
| authoritatively
| [deleted]
| iammisc wrote:
| Lisa Su is awesome, not because she's female, but because
| literally she's amazing. AMD's transformation is nothing short of
| spectacular
| neogodless wrote:
| Her accomplishments can be considered more incredible because
| of her gender, not because of "gender-specific ability", but
| because of the (additional) challenges specific to her gender
| due to culture and industry.
| listless wrote:
| I find the "amazing, look what a woman did!" narrative to be
| incredibly insulting.
|
| But congrats to Lisa Su as the person who turned AMD around.
| They have, IMO, utterly eclipsed Intel. I wouldn't buy anything
| else.
| azinman2 wrote:
| You cannot ignore that it's unusual in her field. It isn't
| easy being an outsider, and to rise up and do exceptionally
| well in that environment deserves accolades on many fronts.
| listless wrote:
| I disagree. If a man were to accomplish something against
| the odds, that would just be a man being a man. Why is it
| any different when it's a woman? This stuff is patronizing.
| renbrom446 wrote:
| I'd love to know how much AMD's massive lead is due to AMD's
| designs and how much it is due to TSMC's 7nm node. Alder Lake
| on Intel 7 looks like it will largely close the gap, so I
| think that means AMDs designs are roughly on par with Intel's
| and the massive eclipsing is due to TSMC. Of course being on
| par with Intel's IP is still a huge accomplishment.
| lettergram wrote:
| I would argue AMD's designs aren't so much performance
| alone, but cheaper to manufacture. Effectively they brought
| the idea of breaking the chip into components, then putting
| them together later. That allowed for a cheaper and more
| robust design.
|
| https://www.techpowerup.com/264271/amd-gives-itself-
| massive-...
|
| As soon as I saw that back in 2016 I bought a ton of AMD
| stock. It was clearly a winner because they could have a
| lower cost design AND potentially better performance.
| jpgvm wrote:
| Most of their current lead is down to Zen which is
| architecturally superior to the current Intel Core
| architecture.
| nirvdrum wrote:
| Price and feature availability had a lot to do with it. Up
| until Ryzen came out, a 4 core CPU was the largest core
| count available in an Intel "consumer" CPU. I had a 6 core
| Ivy Bridge CPU at one point (i7-4930k) and it cost me
| ~$550. The motherboard was another $300. Despite the
| premium, it was still considered a desktop CPU, so ECC was
| unavailable. And since it was a niche product, I was unable
| to find a replacement motherboard when I inadvertently
| damaged mine. Moreover, since the chipsets changed
| seemingly every new CPU release cycle, I couldn't upgrade
| either my CPU or my motherboard without replacing both.
|
| AMD released the Ryzen 1700x, with 8 cores, for cheaper
| than what I paid for my 6 core, and something like half the
| price of Intel's 8 core offering. AMD made 4 core the
| baseline, while Intel was still selling 2 core i3s, and
| they made 6 cores the middle of the road. All of them had
| hardware threading enabled, whereas Intel had disabled
| hyper-threading in its i5 line.
|
| AMD also committed to supporting the AM4 socket for
| multiple release cycles. With BIOS updates, motherboards
| that launched with with the 1XXX series can run the newest
| 5XXX series (subject to being able to power them). And the
| Ryzen motherboards came in two flavors: one that was very
| affordable (the BX50 series) and one that was more
| expensive, but had features enthusiasts want (the XY70
| series).
|
| I don't want to sound like I'm gushing, but AMD came out
| swinging with Ryzen. I'm probably misremembering, but
| looking back, I think the only advantage Intel really had
| at the time was single core performance (and for a niche
| audience, AVX512). Subsequent Ryzen releases have really
| closed the performance gap and there the TSMC process
| improvements help. AMD has garnered a lot of good will at
| this point. They shook up the stagnant CPU market with both
| features and price.
| freeAgent wrote:
| Are you sure X370 boards can run 5xxx Ryzen chips? I
| believe all of them top out at 3xxx series Ryzen. Still,
| that's a great run and much better than Intel has done
| for consumers.
| AlfeG wrote:
| I.m sure there were news that some companies add 5xxx
| support to x370 chipset. Not sure how many of them
| delivered anything.
| wtallis wrote:
| IIRC, there were no motherboards at that time shipping
| with a large enough flash ROM to hold the microcode, etc.
| necessary to support every generation of CPU on the AM4
| socket, so in practice supporting the Ryzen 5xxx
| processors would require a motherboard firmware update
| that removes support from some older processors--possibly
| the one you're using to prepare for the CPU upgrade. AMD
| decided that would be a support nightmare and instead
| opted to make CPU support somewhat loosely tied to
| chipset generation (beta BIOS versions excepted).
| kllrnohj wrote:
| > With BIOS updates, motherboards that launched with with
| the 1XXX series can run the newest 5XXX series (subject
| to being able to power them).
|
| It's socket compatible but not chipset compatible. X370
| officially tops out at 3xxx series. Maybe you'll get
| lucky and find an unofficial bios hack for 5xxx but
| unlikely.
|
| So to upgrade from a Ryzen 1xxx to a 5xxx in practice
| means a motherboard upgrade.
| atty wrote:
| To be fair, as I understand it, feature density of Intel 7
| nm is more like TSMC 5 nm, from what I have read. Also, I
| think they took a risk with switching to a chiplet design,
| and it paid off big for them. Not sure who was in charge of
| design was when they laid out that roadmap, but whoever it
| was, and Lisa Su and the upper management, get some kudos
| for that. Of course, it's quite possible that move could
| have failed and we'd be laughing at them just like we did
| for the bulldozer architecture, so maybe they just got
| lucky :)
|
| But I do agree, all these comparisons we've seen between
| Intel 14 and TSMC 7 have been... less than helpful for
| comparing technology. Good for end users making purchasing
| decisions, of course.
| kolbusa wrote:
| Off topic here, but it was probably Jim Keller who
| contributed to Intel doing chiplets. Looked like one of
| the few sane persons in the leadership when I worked
| there.
| atty wrote:
| As an interested outsider (no connections or technical
| expertise), it seems like Keller's tenure at a company
| very frequently coincides with very successful products
| being developed. Is that the view from inside the field
| as well? Is it seen as a bit of a coincidence, or is he
| really that good of a technical leader?
| IntelMiner wrote:
| "we'd be laughing at them just like we did for the
| bulldozer architecture"
|
| I remember buying the Phenom II X6 1100T day one
| (December 2010) because we were all waiting for AMD to
| rise like a phoenix and dethrone Intel's incredible Core
| series chips
|
| 10 months later (October 2011) Bulldozer finally
| launched, before crashing and burning on the launch pad
| almost immediately
|
| It was a hard time being an AMD fan a decade ago :(
| rincebrain wrote:
| Hey, I too bought an 1100T before Bulldozer launched, and
| it gave me many years of great service.
|
| Unfortunately, I needed to replace that server before Zen
| showed up, so the next iteration was (and is) an Intel
| chip. (Slightly tempted to upgrade it again ~soon, but
| not impressed by Intel's current "lower-power" Xeon
| designs, AMD's Epyc Embedded last had an iteration in Zen
| 1 and according to leaks won't see a new one until
| 2023(!) and Zen 4, and AArch64 is not bad but I haven't
| seen anyone selling a server board that was in the right
| spot between size/power/performance/price yet...)
| MangoCoffee wrote:
| >feature density of Intel 7 nm is more like TSMC 5 nm
|
| yes but Intel announced 7nm delay while TSMC 5nm is in
| production and 3nm in risk production. Intel is behind.
| atty wrote:
| Oh yeah, I didn't mean to suggest Intel is ahead, I was
| more suggesting that chips built on Intel 7 nm and TSMC 7
| nm were not really directly comparable on the technology
| side. Of course for an end user it doesn't really matter
| what causes the performance, but we were talking more
| about comparing the architectures.
| mhh__ wrote:
| We will find out when Alder Lake launches. AMD have earned
| every penny they have so far, but Intel have new
| leadership, new designs (Zen took about 5 years to do from
| start to release, roughly, and 4 years after it's launch I
| think this is Intel's first proper competitor). Their new
| top of the line chip (12900k) looks like a bit of a
| monster.
|
| Should be good for consumers for a while with all this new
| competition (P.S. Apple, please sell Raspberry Pi some M1s
| just to scare Intel and AMD)
| golemiprague wrote:
| Sorry but I am not impressed by women in tech. Even when they do
| get to prominent roles it is not after creating a company from
| scratch or working in the technical trenches, it is usually just
| being corporate types who climb to the top. I don't think it is
| some glass ceiling, it is just that women don't want to risk
| anything, don't want to dirty their hands with the actual
| development of the products and don't have any originality or
| drive to change things. Women just want to do caring jobs or
| moving money around, that's why they are doing so well as
| doctors, lawyers or in marketing. It is a waste of time trying to
| push them to do things they don't like and don't want to do.
| Those jobs were open now for years for women and women have made
| their choice.
| spoonjim wrote:
| And she did it without being "marketable" which is so often
| something the market demands of female CEOs.
| ur-whale wrote:
| Yup.
|
| Surprising: looks like putting someone in charge who actually
| understands - in depth - how the business and the tech. that
| powers is actually works instead of random MBA-wielding drones
| seem to yield good results.
|
| And Intel is also finally learning that lesson with their new
| CEO.
| tootahe45 wrote:
| I don't think the market demands it, just the media. Ive
| noticed the feminist media only focus on pretty white women
| CEOs, even when they are often disastrous for the company
| (Yahoo). I've been surprised by the lack of reporting about
| Lisa's success.
| synergy20 wrote:
| She failed to revive Freescale before she left for AMD. In fact
| her strategy at Freescale sped up its failure, but she learned
| from that missteps and saved AMD.
|
| AMD also got a huge injection of investment from the middle east.
| Without that money nobody can save it.
|
| She is great, but not that great.
| unnouinceput wrote:
| "She is great and not alone" - perhaps that's what you wanted
| to say?
| dis-sys wrote:
| https://www.youtube.com/watch?v=Im6xQyglYuU
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